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This primer on management and employee satisfaction at work boils down the basics to 12 elements. A sequel to FIRST, BREAK ALL THE RULES, 12: THE ELEMENTS OF GREAT MANAGING looks at the effect of employee engagement on the way a business operates and its customer service. "The evidence is clear that the creation and maintenance of high employee engagement as one of the few determinants of profitability largely within a company's control, is one of the most crucial imperatives of any successful organization." We are shown a scenario of a business example of each of the 12 elements.
In the first scenario, a hotel location isn't performing up to expectations, so a new manager is brought in to improve customer service. Is the staff going the extra mile or simply doing what is needed to maintain? The new manager stresses that commitment to the success of the team is as strong as individual success.
The second scenario features a large manufacturing company and the premise that if the employees are happy, then the company will prosper. "Whether a person has the materials and equipment needed to do his work well is the strongest indicator of job stress." The authors cite the movie Office Space and Milton Waddam's attachment to his red stapler and fear of having to move to another cubicle. Inadequate resources cause performance obstacles, anxiety and stress that reach well outside the workplace. Having the tools to do the job satisfies a basic need, which frees employees to work as a team.
"At work, I have the opportunity to do what I do best everyday." Teamwork on projects that will be successful requires specific individual talents from each team member. When each contributor is encouraged to be successful and use his or her own talents, the team and final product have a much greater chance of success.
Praise and recognition are powerful motivators. Like additions, they drive you for more, even better results. Discover the forms of feedback that really mean something to your employees.
Workers who feel as though they are only a statistic, a number or an anonymous part of a system will not succeed and excel, or be happy and want to do their best work. There is a very high correlation between not feeling that someone at work cares about you and resigning.
"Two-thirds of employees who report having someone at work who encourages their development are classified as 'engaged'; while one-third are 'not engaged' and less than one percent are 'actively engaged.'" Whether you have a long-term employer, a supervisor or a manager helping you succeed, it is important to your success, as well as to the team's success, that someone else is concerned about your work and progress.
Managers who encourage employee ideas, feedback and input will see a more dedicated, motivated and engaged staff. "Employee involvement will produce improved enterprise performance through diverse channels."
"Mission driven work groups suffer 30-50% fewer accidents and have 15-30% lower turnover." When employees believe in and are connected to the company's mission, they also enjoy work more.
Almost every team has its share of deadwood --- those employees who simply do not give their best effort. In some cases, they give almost no effort at all, which causes resentment from other team members who may resort to coercion or leave the problem in management's hands.
Rodd Wagner and James K. Harter have provided very beneficial tools for all managers, whether you are a seasoned pro or a fledgling. The tools here will assist you in managing your work life more effectively.
--- Reviewed by Marge Fletcher
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